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South West Airline

Profits
Grow
revenues

Balanced Scorecard
Perspective

Fewer Planes

Attract and retain


more customers
On-time
service

Lowest
prices

Fast Ground
Turnaround

Objectives

Measurement

Initiative

30 %
CAGR
Financial
20 %

Perspective Fewer planes


Seat Revenue
CAGR
Implement
Grow revenues PlaneRepeat
Lease Cost 5 % CAGR
70%
Customers
CRM system
Attract and
retain more
Service &
customers
Customers
12% YoY inc
Brand
Customer
Management
Perspective
FAA on time
Flight is on time
#1
Customer
arrival rating
Loyalty
Customer
Program
Lowest Prices
#1
Ranking
On Ground Time 30 minutes
Internal
Fast Ground
Cycle-time
On Time
Perspective
Turnaround
optimization
90%
Departure
Profitability

Learning &
Growth
Perspective

Yr 1 - 70 %
Yr 3 - 90 %

Develop the
necessary skills

Strategic job
readiness

Develop the
support system

Info System
Availability

100%

Strategic
Awareness

100%

% Ground crew
stock holders

100%

Ground crew
aligned to
strategy

Budg
et

Market Value

Strategic Job
Ramp
agent
Strategic
systems
Crew
Scheduling
Ground crew
alignment

Target

Action Plan

Yr 5 - 100%

Ground crew
training

$XX
X
$XX
X
$XX
X
$XX
X

$XX
X

Crew
$XX
scheduling
X
system rollout
Communication $XX
Program
X
E-SOPS

$XX
X

An example of HR Value Creation


Story
Honesty
testing

Random drug
testing
Employee
Honest workforce
theft

Cost per quarter


(efficiency)
Inventory
shrinkage

What percent of
your coworkers
Cost per hire (efficiency) are honest?

What percent of
the items
missing in the
inventory are
stolen by
employees?

Pricing

Cost of missing
items

MAPPING THE HR VALUE CREATION STORY


HR enablers

HR performance drivers

HR
Deliverables

HR Doables

Strategy
implementation

Impa
ct

DISTINGUSHING HR PERFORMANCE DRIVERS (PD),


DELIVERABLES (DE), DOABLES (DO), ENABLERS (EN)
SURVEY SAYS

Measure
Average time for dispute resolution
Cost per trainee hour
Cost per hire
Time spent on new employee orientation
Troubleshooting skills
Ability to think out-of-the-box
Knowledge of sexual harassment legislation
Number of sexual harassment complaints
Sexual harassment awareness training
Risk-taking culture

PD DE DO EN

Competency Models by Strategy Exercise-Group 1 and 2

Cost-driven organization

Vigorous pursuit of
production/delivery efficiencies.
Tight control over cost of
materials, resources, & overhead.
Minimal expenditure in R&D,
marketing, sales, & service.

WRITE HR PERFORMANCE DRIVERS (PD),


DELIVERABLES (DE), DOABLES (DO), AND
ENABLERS (EN) FOR THIS STRATEGY

Type No. Measure


PD

1
2

DE

4
5

Emphasis on large accounts &


economies of scale.

DO

Low-cost distribution system

EN

7
8
10
11

Competency Models by Strategy Exercise-Group 3


and 4
Value-driven organization

Focus on developing best-inclass capabilities in selected


activities.
Promote reputation for
technological leadership & brand
image.
Emphasize product engineering
or service integration.
Maintain an active basic research
contingent.
Partner with industry, universities,
& research organizations for
mutual benefit.

WRITE HR PERFORMANCE DRIVERS (PD),


DELIVERABLES (DE), DOABLES (DO), AND
ENABLERS (EN) FOR THIS STRATEGY

Type No. Measure


PD

1
2

DE

4
5

DO

7
8

EN

10
11

Competency Models by Strategy Exercise-Group 5


Service-driven organization

Value investments in people.


Close monitoring of metrics
tracking service responsiveness.

WRITE HR PERFORMANCE DRIVERS (PD),


DELIVERABLES (DE), DOABLES (DO), AND
ENABLERS (EN) FOR THIS STRATEGY

Cultivate good working


relationships among associates,
subcontractors, and suppliers.

Type No. Measure

Creative involvement of R&D and


manufacturing groups in aftersales support.

DE

Emphasis on customer service


and sales ranks contact with
customers.

PD

1
2
4
5

DO

7
8

EN

10
11

Competency Models by Strategy Exercise-Group 6


Speed-driven organization

Willingness to accept risks


associated with delivering
product/service to market ahead
of competitors.

WRITE HR PERFORMANCE DRIVERS (PD),


DELIVERABLES (DE), DOABLES (DO), AND
ENABLERS (EN) FOR THIS STRATEGY

Analysis of market trends.

PD

Aggressive management of new


product development cycles.
Engage in joint ventures to speed
entry in emerging markets.
Create geographical &
technological partnerships to
augment organizational
capabilities.

Type No. Measure


1
2
DE

4
5

DO

7
8

EN

10
11

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